What does it take to be an effective leader of a corporate communications team? At a time when market forces, globalization, and a new generation of employees are changing the workplace, the old command-and-control approach to management no longer works. Corporate communications managers must engage with employees in a way that leads to their success, the success of the department and the corporation.

Here are eight behaviors central to your success as a corporate communications manager.

Vision/Purpose: As the leader of an organization you need set a clear, compelling vision for your team and the work they deliver. A well-reasoned vision for the work of your team is critical in uniting your people behind a purpose they can feel confident in supporting.

Character: People follow those they can believe in – leaders who demonstrate integrity, honesty, determination, and respect for others. There are times you should take the project lead. Not to show you are “part of the team,” but to stay grounded in the understanding of their needs and to earn their trust and loyalty.

Listen Courageously: It’s important to be a good listener, remain open to input from all stakeholders and respectful of their ideas. A successful leader must develop the ability to listen carefully and act courageously when called upon to do so.

Communicate Clearly: Interpersonal skills and the ability to motivate people has become a core competency of leadership. Be transparent – those around you will respond positively if your decision-making process is viewed as open, fair, and consistent.

Demonstrate Flexibility: The speed of business requires constant monitoring of business trends, directions, and opportunities. However, being flexible does not mean constantly changing direction. Your credibility as a leader requires focus and directing the effort of your team on the most promising opportunities.

Embrace Risk: Guardians of the status quo can never be leaders. It takes courage to seek new and better ways your team can contribute value back to the corporation. Be prepared for change and when the opportunity is right, pursue it.

Technical Competence: As a member of the management team you’re accountable to the organization for delivering business results, not demonstrating technical prowess. You do not need to be a technical expert in all aspects of communication, but you must stay informed about the forces shaping our industry.

Build Your Team: A leader is only as effective as the team they build. Be passionate. Inspire others to dream and provide them the opportunity to achieve. Recognize and reward their efforts and that of others to reinforce those actions. As a leader your success will be measured by the success of others.

Leadership JourneyIf you truly aspire to a leadership position, or want to make the most of your opportunity, work hard at these eight skills. It promises to be a rewarding journey.

Whether a staff person or a freelancer, what skills, competencies and personality traits do you consider being most important? When it’s performance review time, how do you assess performance? What factors determine which freelancer or supplier you hire? Whether it’s a Producer, P.A., P.C., or A.P., what competencies are most essential – leadership, creativity, technical skills? Certainly, there’s a lot at stake if it’s a staff person , but even making a decision about a freelancer/supplier who can become the face (and voice) of your department, can be mission critical. Under the heading of “you’re only as good as your last project,” I’m reminded it’s my department’s reputation that is on the line during every interaction with a client, whether face-to-face, on the phone, via e-mail or text. I’m guessing that like me, one of your responsibilities is to make sure the assigned staff person or freelance producer working on a project is the “right one” to put in front the client.

Related to performance assessment, I’m sure every company has a process. In order to clarify performance expectations my company has defined several “Leadership Competencies that represent the key skills and behaviors needed to drive business success.” Along with the “results achieved” in your specific job, these competencies are used to assess performance and identify development opportunities. The competencies range from “Communicates Effectively and Candidly” to “Leads Change and Innovation” and “Plans and Acts strategically.” Others touch on talent development, teamwork, and the ability to influence others. In addition, my officer has shared the following competencies she feels are important to be a leader in the areas of Communications and Corporate Relations. They include:

Intellectual horsepower and curiosity – intelligent and agile, deals with concepts and complexity comfortably, able to make sound, reasoned judgments

Ability to deal with paradox – can manage through seemingly irreconcilable differences

Composure – is calm and calming under pressure

Understands others – can see and relate to different perspectives, sensitive to differing feelings, emotions and cultures

Relationship management – understands the importance of building and nurturing both internal and external relationships

Creativity – develops new and unique ideas, is original and innovative, adds value

Courage – able to take and express a contrarian view in a constructive way

Influence – gains trust of others and builds relationships in order to influence effectively

Clearly, these are all good qualities/traits and they play an important role when I’m assessing performance or deciding who I want on my team. Having said that, my experience has led me to put more emphasis on what might be considered the “softer” skills. I look for excellent personality traits and interpersonal behaviors, rather than actual production expertise, technical skills or years of experience. Certainly, experience is very valuable and I usually assume that anyone who’s survived in this business for more than five or ten years, most likely has perfected the majority of the competencies and traits listed above. So, as I’ve alluded to, I lean towards initially assessing a person’s heart rather than their head. Quite simply, first and foremost, I want to work with a nice person. Someone who;
…has a positive attitude.
…has a genuine passion for the crazy business we’re in.
…can look me in the eye and carry on a conversation.
…can tell a joke, and laugh at one.…I wouldn’t mind spending a tough day/night in the trenches with.…I can rely on.
…I can trust.
…is not afraid of hard work, but also knows that hard work needs to produce results.
…understands that actions most often speak louder than words, but also knows when and how to “speak up.”
…understands that you’re not entitled to anything – you need to “earn it” – especially respect.

You can teach someone what a good production schedule looks like or how to frame a good shot, direct an edit session or audition talent, but you probably can’t teach them the traits I mention above. They either have it (the heart, passion and personality for our business) or they don’t. In my opinion, if they have good interpersonal skills and make decisions based on ethics and integrity, they’re more than half way home to becoming a great Producer/Director.